Services · Pallaward

Sale readiness

Get ready to sell

For owners who want the option to sell someday, to private equity or another buyer, and want the best price when the time comes.

What I do: Get operations and finance working in concert instead of in silos, alongside your CFO or accountant, so the books close accurately and on time. Build the KPIs and forecast a buyer will ask for. Map every core process end to end, with a clear owner for each, so a new hire, or a buyer, can follow it. And take the owner out of the decisions that don't need them.
What you have at the end: A forecast you trust, documented processes, a leadership team that runs the week without you, and the documents a buyer will ask for, ready to hand over.
Why me: I've been on the executive team for two sales of the same company, one for its founder and one for its private-equity owner. I've seen what buyers ask for in diligence, and what they mark down when it's missing. The second time, I ran most of the diligence work myself. Both times, the work that mattered most was done long before they showed up.

Operations

Operating model and integration

For owners who have bought a company, or grown into several, and now run multiple ways of working.

What I do: Go through the business process by process and decide which way of working the combined company keeps. Put one org chart over both teams, with a named owner for every decision. Together, we move the work that should be shared, such as purchasing, hiring, IT and reporting, into one place. Then bring the acquired company over in stages, so customers never feel the switch.
What you have at the end: One way of working, one set of reports, and a clear owner for every decision.
Why me: I was the point executive for an acquisition's integration. I brought two companies onto one way of working while both kept serving customers. I also built a company's continuous improvement and business intelligence functions from the ground up.

ERP and systems

One set of numbers

For owners whose numbers live in spreadsheets, or who are choosing, replacing or rescuing an ERP.

What I do: Connect the systems you already have, or help you choose a new one when you've truly outgrown them, based on how your business actually runs, not on the vendor's demo. Simplify the processes before they get built into software, design how each one runs on your systems, and see the implementation through with your team and the software partner, from clean data to go-live.
What you have at the end: One system the whole business runs on, a team that knows how to use it, and reports that come out the same way every month.
Why me: Most businesses don't need another platform. They need the ones they already have to work together, reliably and the same way at scale. I bridge operations and IT to build the roadmap that gets them there, regardless of what software they use. I was a lead for an SAP implementation, product owner and subject-matter expert for a company's in-house ERP, and co-lead, with the CIO, of its migration to Acumatica. I've also worked in Buildertrend, Procore and custom software. When the work needs more hands, I know who to call.

Jordan delivers a unique ability to connect the details with the bigger picture, making him a valuable strategic partner to any organization. His deep understanding of the interconnected roles of People, Processes, and Platforms sets him apart and makes him a clear choice for leaders who want to take their organization to the next level.

Gerald ReevesSenior Director of Business Intelligence, DominionX

AI that pays for itself

For businesses where people, the owner included, lose hours every week to work a system could do: retyping data from one tool into another, answering the same customer questions, chasing approvals, rebuilding the same reports.

What I do: Find the recurring work that costs the business the most time, across every team and not only your desk. Then build AI on the tools you already use to take it over, one job at a time, with a person approving anything that leaves the building.
What you have at the end: Teams that spend their time on customers and decisions instead of copy-and-paste, reports and briefs ready before anyone sits down, and a running count of the hours given back.
Why me: I built a company's continuous improvement function, so I know how to find where a team's hours go. I also designed and built the AI system that runs my own week, from briefs to meeting notes to follow-ups, and nothing goes out without my approval. I build for your teams what I already trust for myself.

See the AI page →

Private equity

For private-equity firms

For private-equity firms with a founder-led portfolio company that isn't ready for its next sale, or an add-on that has to come onto the platform company's way of working.

What I do: Work inside the portfolio company, alongside its leadership and your operating partners. I make it sale-ready (simpler processes, numbers that close accurately, a team that runs without the founder) and bring add-ons onto one way of working without stalling either business.
What you have at the end: A company that stands up to diligence, and add-ons that run like the platform.
Why me: I've worked inside a portfolio company from the day private equity bought it to the day it was sold again. In between, I led the integration of an add-on acquisition and ran most of the diligence work for the exit. I know what a sponsor needs from a portfolio company because I've had to deliver it.

Four kinds of work, one goal: a business that runs without you in every meeting.

Get ready to sell

Operating model and integration

One set of numbers

AI that pays for itself

For private-equity firms

A focused build up front

Then a retainer